Over the past 13 years, I have had many requests to deliver our classroom program in other parts of the country. Unfortunately, the logistics of this type of program are difficult. We can't do the work that needs to be done in a one-shot seminar.

So, we have been working hard to create the same learning program in an online platform. We studied online learning for several years and spent the time creating a platform we are finally happy with.
If you have interest in participating or have someone on your team that you think would be interested, here is the heads up.

• We will have about 20 participants in an online interactive group.
• I will personally be the instructor.
• There will be application assignments that have to be done at work (so to participate, you have to actually be working in a management capacity).
• There will be outside reading in addition to the time spent online with interactive discussion assignments, about two per week.
• This is not some zippy online course that you can wing your way through. Participants should plan to commit 2-3 hours per week for five weeks.

If you are interested, follow this link to the pre-registration. Pre-registration only commits your interest. Once we have a group together, we will confirm the start date and see who is ready to go.

The tuition for the program is $600, but if you pre-register, you will get a $50 credit toward the program. Looking forward to seeing you online. -TF

"I'm a little disappointed," explained Ruben. "Disappointed in myself."

"How so," I asked.

"Since I was promoted to manager, everyone has been telling me to delegate more stuff. So, I have been trying."

"What have you been trying?" I prompted.

"Well, I bought three books on delegating. I finished one and I am reading the second."

"So, what's changed, for you?"

"Well, nothing really. I mean they are really good books, but I am still doing everything myself."

"Ruben, delegation is a skill. A skill that can be learned. You can learn how to delegate, but skill has two parts to it. The first part is technical knowledge. That's the stuff you have been reading about in those books."

"What's the other part?" queried Ruben.

"The other part is practice. You actually have to get out there and practice. I really don't care how much you know. I am interested in what you can do." -TF

From the Ask Tom mailbag:

Question:

Please, help me. I am 26, a mechanical engineer, Egyptian, living in Egypt. I am working as a mechanical engineer on drilling rigs, but I want to move into a career in management. I think I am ready for this move, but the problem I face is that I don't know how to start. What should I learn first?

Response:

There is no technique to learn that makes you a manager. It is a role that you play inside an organization. You report to either a supervisor or a manager. Your next step is to simply observe your boss. What kinds of things are they doing, what kinds of things are they responsible for? You will find it is a totally different job than your job. Talk to your boss, explain your interest.

Understand, this is a long term process. You may think you are ready, but you are only ready to start. You are only ready to start to learn. You are NOT ready to take a position as a manager.

Explain to your boss, that, over the next few months, you would like to help, assist in some of the smaller duties, so that you can understand what is involved, so that you can practice.

Becoming a manager is not something you learn. Becoming a manager is something you grow into. You have the first ingredient, your desire to grow. -TF

From the Ask Tom mailbag:

Question:

I have completed my MBA and I am now working in an office with a limited territory for our company here in India. I want to know what other things I need to do, like a course, to create better prospects for me to become a manager?

Response:

More learning, taking a course is always a plus, but not sufficient.

You need two things. First, you need to speak with your manager and ask for clear feedback on how you can improve in your current position. Whatever you are currently doing, be the best. Your manager is the best coach to give you that feedback.

Second, you need to find a mentor. Your mentor may or may not work inside your company, but should be in a position to speak with you long term about your career. This is usually not your direct manager, but one more level up. Your conversations should not be centered around your day-to-day accountabilities, but on longer one and two year goals.

Be the best where you are today and keep looking forward one to two years in the future. Congratulations on your MBA. You are now at the start of the game, a wonderful game. -TF

Yesterday, I spent time talking with Phil about his training program and what was missing.

We spend so much time fretting about our training programs, the curriculum, the workbooks, what to include, do we include too much, do we use powerpoint, who should the instructor be, should it last for one hour or two hours?

We sit on committees discussing this stuff, deciding, writing, re-writing, ordering the coffee, arranging for flipcharts and markers.

And we sit and wonder why our training programs are so ineffective.

Training is only the beginning. Training only gets you so far (and not very far at that).

The acquisition of any skill starts with training, but requires practiced performance. Without practiced performance (and coaching), the impact of most training is lost and all the resources are wasted.

So, the next time you create any training program, put as much thought into the aftermath, the practice and coaching that comes after the training.

What's your experience? -TF